Dr Rob Hasker SE 3800 NOTE 14 CH

Dr. Rob Hasker SE 3800 NOTE 14 CH. 2: ATTITUDES & ABILITIES

Shortcut 4: Scrum. Master � What does a Scrum. Master do? �Does it just mean they know the rules? �Goal: servant-leader � Leading without authority �drop the ego �genuinely care about team, product �exude confidence & humbleness at same time �approachable at all times Change without fear � Diplomat w/o being political/manipulative � Behave selflessly, but confident in role �

Shortcut 4: Scrum. Master � Protect w/o being overprotective � Maintain technical knowledge without being an expert � Be comfortable never finishing �Teams are never perfect, especially when change from time to time � Next generation leadership

# 5: who do you want on your team? Maybe not… The Funk Brothers Mo. Town, ~100 #1 songs

#5: Rock Stars or Studio Musicians � Suggested addition to Agile Manifesto: �We prefer attitude over aptitude �Great value in aptitude, but prefer attitude more � Be willing to learn, open to suggestions � What you know will become obvious �No need to tear down others

#5: Rock Stars or Studio Musicians � Scrum values �Energy ○ Not soul-sucking Dementors �Empathy ○ Patience, understanding ○ Things go wrong, show support �Curiosity ○ Learn new skills, help others learn �Friendliness �Respect � Hardly specific to Scrum! And yes, a challenge.

#6: Team Line-up � Principles �Everyone is a developer �Size: not more than 9, probably 5 -7 �Ratio: 3 programmers : 1 tester : 0. 5 specialists ○ But all contribute everywhere! ○ Deep specialists might be on multiple teams �Eg: UX expert ○ Everyone else: 100% on one team

#6: Team Lineup � Can Scrum. Master be on multiple teams? �Some: 1 Scrum. Master = 1 Team �Many organizations: 1 Scrum. Master associated with two experienced teams

Common Team Problems � Ineffective leadership � Leadership must be developed… � Failure to compromise, cooperate � Peer pressure, getting help � Lack of participation � Use personal dynamics ○ Some work best under pressure ○ Some like to do all work in advance � Procrastination, lack of confidence � Make decisions in timely manner � Tackle hard problems early � Poor quality � Review! � Function creep � Team decides on new features (with PO!)

Building Effective Teams � Cohesion � Goal: tightly knit team, unified working group � Free, frequent communication � Friendship not required; respect, support � Challenging Goals � Meaningful � Lead to teams which jell � Feedback � Team-based performance, progress evaluation � Avoid pointing fingers! � Common working framework � Must have achievable tasks, clear roles, responsibilities � All: what must be done, when, what order, by whom?

Review � #4: Masterful Scrum. Master �Servant-leader � #5: Rock Stars or Studio Musicians �Attitude over aptitude � Building effective teams � #6: Picking team line-up � 5 -9/team, 7 probably the max �Fractional assignments �Sharing Scrum. Masters